Training, management program elements

The various elements of the error management program such as the development of high quality procedures and training and effective feedback and communications systems need to be supported by policies and standards to implement these policies. The development of these policies is an important strategic aspect of the implementation process. 

Thirty-four states and many nations around the world already require or encourage employers to implement such programs. The key elements common to all of these programs are management leadership, worker participation, hazard identification and assessment, hazard prevention and control, education and training, and program evaluation and improvement. 

The ISA84 committee created ANSI/ISA-84.01-1996 to supplement OSHA 1910.119 in the areas related to the implementation of instrumentation and controls necessary for safe operation. Rather than repeating OSHA 1910.119 mandates, the standard references OSHA 1910.119 for some key program elements. Specifically, ISA-84.00.01-1996 does not provide specific requirements for safety management, hazard and risk analysis, pre-start-up safety review, or training. ISA-84.00.01-2004 provides requirements for each of these areas. 

The basic element of any management program for PPE should be an in-depth evaluation of the equipment needed to protect against the hazards at the workplace. The evaluation should be used to set a standard operating procedure for personnel, then train employees on the protective limitations of the PPE, and on its proper use and maintenance. 

Training, operating procedures, management of change and audits are obvious first candidate programs and elements because these already have considerable overlap with the ISO 9000 requirements. 

Exhibit 5-2 shows three sample project installation strategies. Each example shows one possible implementation strategy. Variations on these will almost certainly be required to meet local circumstances. Example 1 envisages shared responsibility for the project with local staff. Example 2 shows local staff taking the lead and Example 3 shows minimal involvement of local staff. Other combinations of responsibilities and the use of other resources are also possible. Constant in all the examples is the development of management processes ahead of programs and elements, and the provision of local training before installation starts. 

Successful rotating equipment Predictive Maintenance Programs require several elements. Typical elements include an effective lubrication program with oil analysis to detect residual metal particles, thermography, machine monitoring instrumentation, repair specifications, repair history records, advanced training of mechanics, and the use of data management computers. [10]... 

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